I recently heard a financial services CEO speak. He mentioned three interesting leadership decisions that we can all learn from:
“We’re currently at a point whereby the amount of capital that we have is probably in a much, much more healthy place than it’s ever been…So the issue is, what do we do with our capital?”
- As a leader, how do you deploy capital in the most effective way in order to keep your company moving forward; in order to attract talented people; in order to keep them challenged; in order to keep this big boat afloat?
“We’ve just got to be a little bit more dynamic about where we put things in play, and what are we doing to get good returns. You know, we have to do that in order for us to build our base and keep this an exciting place to work, with lots of opportunities for people. You know, we can sit and protect it and hide it and sort of shrink our way to boredom. Or we can do lots of fun stuff, which is going to attract more talented people to get done what we need to get done…”
- As a leader, how do you build purpose into your organization so that employees find meaningful work?
“What I really want to instill into the organization is: we just need to be more free-flowing and have capital movement be much more flexible. And what I mean by that is, we need to put capital in places where we get good returns. And we need to be prepared to take it out of places where we can’t get good returns…”
As a leader, how can you reallocate your resources to maximize returns?
